An evolving future of work: Responding to generational preferences and patterns

The global pandemic was responsible for accelerating a number of economic and behavioural trends, one of which was the impact of technology on the way we work. As lockdowns spread globally, not far behind was the accelerated roll-out of virtual meeting platforms and improved global connectivity. As we all got used to new ways of connecting and realised that productivity could be maintained, what we were actually experiencing was a re-set of in-office working patterns.

However, in considering the workplace findings of our CROSSROADS study, it would appear that the move to new working and commuting patterns is an evolving picture that we are still trying to understand and react to.

The so called ‘return to work’ (where remote working is viable) has been managed in different ways: some opting for a natural return to workplaces and others forcing the return to the workplace, both with mixed results. What CROSSROADS fundamentally highlights is that while we have moved away from a complete ‘9 to 5’ workplace culture, the transition is maybe less pronounced than we perceive and there are many different lived experiences across generations.

While there is less standardisation in commuting and workplace requirements, and the transition towards a new way(s) of working is ongoing, what is clear is that changing preferences and behaviours are having significant impacts on economic infrastructure and place-making. For example, peak travel demands have changed, with the commuting patterns of some major cities focusing on the Tuesday to Thursday period – indeed trials in London are trying to promote office working on Fridays by offering off-peak travel. Similarly, companies are altering their commercial floorspace requirements to reflect new realities, whether reducing floorspace requirements and/or changing what their space offers employees.

The generational differences in working patterns are clear and companies will need to be responsive to these if they are to retain talent, particularly given new realities in respect of wellbeing and balancing competing demands across all facets of life.